Regeneration Project

Introduction

Micro businesses are a hard to reach group for training and development initiatives but this sector is an integral part of the national economy and they can realise huge benefits.

At the moment High Street regeneration projects are usually cosmetic; improved shop fronts, fancy pavements, large plant containers and so forth. While this is important so are the shopkeepers. This project supports the small retailers in off high street areas to positively impact on their surroundings. It encourages community relationships, encouraging knowledge sharing and providing the retailers and their staff with stronger business skills, thereby increasing their likelihood of success. Our project shows increases in staff retention, turnover and profitability in all participants.

Opportunity for improvement

This project addresses the need to upskill the independent retail businesses in each area to effect a positive impact on the physical environment, to improve the retention rates of businesses in poorer areas and to increase the footfall of shoppers to these areas.

The method

The Hemingway Corporation takes a three phased approach to regenerate the business skills of the shop owner/managers.

Phase 1 is an in depth survey of potential participants by trained personnel. This survey takes the form of a structured interview which identifies development needs and skill gaps as well as highlighting broader issues and concerns. The survey typically covers between 50 to 80 small retailers, in either designated streets or with ‘blanket’ coverage as required as agreed in full consultation with the commissioning body.

Experience from previous projects enables the Hemingway representatives to assess needs in a range of topic areas, with scope for additional or substitute topics as necessary.

This first phase also assesses potential buy-in of prospective candidates to the project and establishes optimum timings for them to participate in the second phase. There is also scope within this phase to identify particular issues or areas of concern if required.

On completion of the first phase, a full report is produced giving full details of the survey, outline findings and recommendations for the second phase.

This second phase generally consists of half day workshops, one a week for six weeks, designed and developed in line with the survey findings. Each workshop concentrates on a particular area. Topics generally covered are: Visual Display and Shop Layout, Marketing & Advertising, Security, Forward Planning, Stock Control & Purchasing and Customer Care and Staff Development.

A Hemingway Consultant who ensures consistency and sees that best practice business skills are introduced and understood facilitates each module. Each participant is issued with a comprehensive learning log. In line with current government thinking the ethos is very much focused on Self-Development and Development of Others, using action learning and action planning techniques. An added benefit of this approach is the strong team building element, which encourages a group of usually isolated retailers to form a cohesive team. A single shopkeeper is often limited in the impact he/she can have, whereas a group can work together to achieve significant improvements which can be of immense benefit to an area

A Subject Matter Expert attends each workshop to give information and advice. Participants are encouraged to share ideas and experiences as well as having opportunities to practise new skills.

At all times the emphasis is on the retailers adopting a professional approach and incorporating best practise methodologies into their businesses. They are introduced to various problem solving tools and techniques, as well as gaining an understanding and appreciation of such concepts as benchmarking and the importance of goal setting.

At the completion of this second phase another report is produced.

The third and final phase is a mentoring/coaching phase. This phase reinforces and builds on the learning achieved in the workshops. Participants are given a choice of the support that will be most beneficial to them. For example some may want more help with Visual Display; others may want assistance putting together a Marketing plan or developing a Business Plan or a mixture of several different topics.

Once the needs have been assessed and agreed a schedule is drawn up and the appropriate mentors/coaches assigned. The third phase is carried out in the individual’s shop over a 4 to 6 week period.

The results

The regeneration has had a positive impact on 27 town centres over the last 10 years. The results include:

George & Charles. Just removing the curtain from the front window has brought increased benefits. More people look in and stop at the window and customers comment that it is better, lighter. Hard to judge but customer numbers probably increased – maybe 1%.

Benetton: Our system to monitor returns has paid off. For example we monitored returns of silver trainers. We can now return these to Benetton and get our money back which reduces our losses. Also my new knowledge and confidence has improved my relationship with my boss. I feel more in control. I know the stock levels and recognise that we are doing well. Figures are up from last year at this branch where our other branch in Tunbridge is not doing so well. In fact I have taken over the stock control for Tunbridge and process their figures for them.

The most significant changes were on the HR front. Before the programme we had a complete turnover of staff every 2 months. Since the programme no one has left and all the staff seem happy and motivated. This makes the shop much easier to run – less headache.

Pied Piper: Have increased business from people seeing things in the window. The programme has also improved the community spirit, especially in Upper Richmond Road. Hoping for good business growth on the Ballet shoes once web site established and local schools have been targeted as per our marketing plan.

H. J. Cooper: We are having more reps call in where they only visited the larger shops before.

Pastavino: Too early to say what impact the programme has had but it has started me working and thinking of colours and changes to the front and back of restaurant and ways to market the business and increase number of customers.

Lilliput: The new colour scheme and refurbishment has been a big improvement. The most significant change is the considerably improved staff relations. I was having considerable difficulties with a member of staff which made working together very difficult. Following the Staff Development session I learned how to deal with the situation and now everything is quite transformed. Our customer care is now much improved as a result of our improved working relationship.

Jerusalem Gifts: Having a new shop it was useful to use the new ideas and information from the programme, especially Visual Display which is so important to our business. Business is very good. Big difference from the market.

Sewing Room: Business has grown and grown. Hard to know how much is due to the programme but we are certainly doing very well.

James Patterson said that all the businesses had been influenced to change as a result of the programme and had reported various improvements in business.

One of the participants, Pied Piper, had actually won the Annual Christmas window display competition. James also said that he could recognise those businesses who had attended the programme from their window displays.

At least three of the businesses had reported increased business due to changes in stock control, window display and shop layout.

He had also noticed improvements in confidence and ability in the participants.

Some of the manager/owners who had sent employees said that they felt more confident in delegating more to these people following the programme. They would happily leave their staff in charge. This freed up their time to concentrate on other business matters.

All the shops reported benefits in the improved networking and this extended beyond those who had attended the programme.